managers

managers

The common perception is that, as a group, federal managers tend to be risk adverse. However, new research based on data from the annual federal employee viewpoint survey concludes that the answer is: it depends. Managers in both high-performing and low-performing organizations tend to be risk takers. They probably feel they have little to lose by trying something new. In contrast, managers in stable, middle-of-the-road organizations tend to be risk adverse and do not want to rock the boat by taking risks.

0 comments

Your name: *

E-mail: *

The content of this field is kept private and will not be shown publicly.

Homepage:

Subject:

Write a comment...

Your comment will appear after administrative review.

CAPTCHA

This question is for testing whether you are a human visitor and to prevent automated spam submissions.

The Government Accountability Office has released its updated list of high risk areas across the federal government. It flags for attention the mission-critical skills gap in jobs such as telecommunications, cybersecurity and acquisition. But there is also a growing gap in experienced managers and leaders as baby boomers head for retirement. What approaches are needed to ensure the next generation of managers and leaders are ready?

0 comments

Your name: *

E-mail: *

The content of this field is kept private and will not be shown publicly.

Homepage:

Subject:

Write a comment...

Your comment will appear after administrative review.

CAPTCHA

This question is for testing whether you are a human visitor and to prevent automated spam submissions.

But recent changes in law and advances in technology have led to a new environment that makes cross-agency management far more achievable. The GPRA Modernization Act of 2010 requires the development of government-wide priority goals and greater coordination among agencies. This article provides useful insights into how the government can proceed in creating effective cross-agency collaborations that can improve outcomes significantly.

Professors Cassell and Hoffmann observe that the public debate to date over the Troubled Asset Relief Program (TARP) has focused primarily on the policy issues involved, with significantly less attention paid to operational issues. Their report focuses on the challenges the federal government now faces in implementing a series of financial relief programs. To gain insight into how the federal government might act upon these operational challenges, they took an historical look at how the federal government responded to previous financial crises.

0 comments

Your name: *

E-mail: *

The content of this field is kept private and will not be shown publicly.

Homepage:

Write a comment...

Your comment will appear after administrative review.

CAPTCHA

This question is for testing whether you are a human visitor and to prevent automated spam submissions.

The federal government now spends about 40 percent of its discretionary budget to buy everything from office supplies to weapon systems. When the government buys simple products, like paper clips, they can turn to well-established acquisition strategies and practices and apply them to richly competitive markets. When government agencies buy complex products, like weapon systems, conventional acquisition approaches are often insufficient and markets are more challenging.

0 comments

Your name: *

E-mail: *

The content of this field is kept private and will not be shown publicly.

Homepage:

Write a comment...

Your comment will appear after administrative review.

CAPTCHA

This question is for testing whether you are a human visitor and to prevent automated spam submissions.

There has been a longstanding recognition that the federal government does not have enough employees with the requisite skills to meet every agency need. Agencies obtain real advantages in employing contractors that can offer specialized skills to handle short-term requirements. Moreover, using a competitive selection process helps to bring both efficiency and innovation to address government needs.

0 comments

Your name: *

E-mail: *

The content of this field is kept private and will not be shown publicly.

Homepage:

Write a comment...

Your comment will appear after administrative review.

CAPTCHA

This question is for testing whether you are a human visitor and to prevent automated spam submissions.

Over the last 15 years federal government managers have relied on a much broader and more diverse set of personnel for carrying out agency missions, with private sector contractors assuming a much greater role than in the past. A key question is what are the implications of this shift to a multisector workforce for how federal agencies accomplish their missions. A more robust human capital planning process is needed to address multisector workforce issues.

0 comments

Your name: *

E-mail: *

The content of this field is kept private and will not be shown publicly.

Homepage:

Write a comment...

Your comment will appear after administrative review.

CAPTCHA

This question is for testing whether you are a human visitor and to prevent automated spam submissions.

The Internet, along with its enabling technologies, has transformed the world and the way we live. It bridges distance, fosters civic engagement, and transforms how institutions operate. Like all transformations, it brings with it unique management challenges. These challenges arise from the fact that the changes are not just in degree but in kind.

0 comments

Your name: *

E-mail: *

The content of this field is kept private and will not be shown publicly.

Homepage:

Write a comment...

Your comment will appear after administrative review.

CAPTCHA

This question is for testing whether you are a human visitor and to prevent automated spam submissions.